Tourism

Saint Lucia Tourism Office Unveils New Website

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L'office du tourisme de Sainte-Lucie dévoile son nouveau site internet, Depositphotos.com Auteur SimonDannhauer

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A small island nation in the eastern Caribbean, Saint Lucia is home to 187,768 residents and stands out for its rich history and diverse culture. The island harbors wild nature, with more than 70% of its territory covered by tropical forest. Its volcanic topography includes ten major peaks that overlook a coastline stretching 158 kilometers.

To showcase the island’s merits, the tourism office, Saint Lucia Tourism Authority, has just unveiled its new website.

A more modern and interactive web portal. The site offers immersive visuals, streamlined navigation, and enriched content. These changes allow visitors and professionals to easily explore accommodations, attractions, events, restaurants, and activities tailored to their interests.

The platform provides immediate access to offers, exclusive promotions, and seasonal packages. It is a beneficial tool for both industry professionals and travelers seeking information to fuel their Saint Lucia travel plans.

To read: Distinct Destinations: Saint Lucia, the island with many faces


A Summer Campaign to Inspire a Love for Discovering Saint Lucia.

In addition to this new website, the Saint Lucia Tourism Authority unveils its 2026 summer campaign: “ What Kind of Summer Are You? ” (which summer suits you?)

This campaign highlights special offers and experiences.

Louis E. A. Lewis, CEO of the Saint Lucia Tourism Authority, states: “ Today marks an exciting new step in how we communicate with travelers from around the world. Our new site strengthens Saint Lucia’s digital presence and serves as a dynamic platform dedicated to storytelling, inspiration, and conversion. Coupled with our summer campaign, it invites travelers to experience the best of Saint Lucia, with exceptional offers and unforgettable experiences to come. ”

Where Do the French Go on Vacation? Tourism Trends Decoded by Petit Futé

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“Petit Futé” is doing well, and has many bright years ahead. On the occasion of the fifty-year anniversary of the travel guide created in 1976, its co-founder Jean-Paul Labourdette remains optimistic. French travel has evolved, and so has Petit Futé. From a small guide for students in the city of Nancy, the publication has become a reference for travelers, with guides available for 192 destinations. The digital turning point occurred in the 2000s, and by 2025 the site counted 80 million visitors.

France Is Riding the Wave

Cape Verde’s Tourism Sector Continues to Grow

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Le Cap-Vert continue son ascension, Desposit.photos.com

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Le chiffre est désormais officiel et témoigne du changement de dimension de la destination : avec 1 248 052 visiteurs enregistrés en 2025, le Cap-Vert affiche une progression solide de +6 % par rapport à l’exercice 2024 (qui comptait 1 177 467 visiteurs).

Ce nouveau record s’inscrit dans une dynamique à long terme spectaculaire.

En l’espace de dix ans seulement, la fréquentation touristique a plus que doublé dans le pays, bondissant de +119 %.

Dans un contexte mondial pourtant marqué par des incertitudes géopolitiques, le Cap-Vert s’impose définitivement comme l’une des valeurs refuges et l’une des destinations les plus dynamiques du continent africain.

Outre sa stabilité politique exemplaire, cet État insulaire situé au large du Sénégal bénéficie d’un climat tropical sec particulièrement clément, avec des températures douces, comprises entre 24 °C et 30 °C, et un ensoleillement quasi permanent qui séduisent les voyageurs en quête de dépaysement.


Cape Verde doubles its number of tourists in 10 years!

This passage past the 1.24 million visitor mark is not an isolated peak, but the result of four years of uninterrupted growth since 2022.

After having first crossed the symbolic milestone of one million tourists in 2023, the archipelago continues to push its limits.

Thus, 6,120,204 overnight stays were recorded in 2025, an increase of +8.3 % (higher than the growth in arrivals, a sign that tourists stay longer or spend more).

The bed occupancy rate rose to 72 %, gaining 12 percentage points in one year, and as much as 20 points compared with 2022 (52 %).

These indicators prove that the Cape Verde model is not subjected to a fleeting trend, but rests on solid fundamentals, managing to smooth its visitation across all quarters of the year thanks to a diversified offering.


Cape Verde: Sal and Boa Vista, engines behind this record of attendance

While all ten islands of the archipelago benefit from this appeal, this historic record of 1.24 million visitors is largely driven by its two seaside powerhouses.

Sal Island remains the primary anchor of tourist flows, capturing 57.7% of arrivals by itself.

It is firmly complemented by Boa Vista, which records 24.4% of arrivals and shows an exceptionally strong occupancy rate, confirming travelers’ preference for its endless fine-sand beaches and its premier hotel complexes.

Together, these island pillars drain more than 82% of visitors, attracting a largely European clientele, non-residents representing 95.5% of total arrivals. Within this market, France stands out as the 4th global partner, with more than 120,000 travelers in 2025.

French tourists are distinguished by a strong appetite for green and cultural tourism. They feed the more preserved islands such as Santo Antão, renowned for its striking volcanic reliefs and hiking trails, Santiago, historic cradle housing Cidade Velha, or São Vicente, the archipelago’s cultural and musical capital, inseparable from the famed singer Cesária Évora.

A trend that demonstrates that, behind the overall record figures, Cape Verde is progressively succeeding in diversifying its sectors.

Tourism in Geopolitical Turbulence: Industry Under Pressure

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Tourisme mondial 2026 : une croissance résiliente malgré les turbulences géopolitiques, despositphotos.com

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Global tourism showed resilience in the first quarter of 2026, with 307 million travelers traveling abroad, or 6 million more than the same period in 2025, up 2%, according to the latest UNWTO barometer.

If January and February were marked by solid demand, rising by 2.5%, March saw a clear slowdown, up only 0.4%, directly linked to geopolitical tensions.

Europe and Africa emerge as the engines of this growth.

Europe, the world’s leading destination, hosted more than 130 million visitors, a 4% increase, benefiting in part from a shift in flows toward Southern Europe, the Mediterranean, the North and the East.


Tourism: The Middle East stalls

Africa also climbs by 4%, supported by a striking 18% jump in North Africa in March.

Asia and the Americas, by contrast, show more restrained momentum. The Asia-Pacific region posts an overall 3% growth, restrained by a 27% drop in South Asia due to air-transport disruptions, although Oceania, at +9%, and Northeast Asia, at +5%, register solid performances.

The Americas register a moderate 2% uptick, masking wide disparities between the dynamism of Central America at +18% and the downturn in South America at -1%.

To read: Tourism: after a difficult month of May, operators turn to the government!

Conversely, the Middle East is in a slump. The region is bearing the full force of the conflict, with a 14% drop in arrivals in the first quarter and hotel occupancy collapsing from 75% in January to 48% in March. Only Egypt stands out, with a pronounced 16% rise.

The Middle East conflict is profoundly altering the travel economy well beyond its geographical area.

Shaikha Al Nuwais, Secretary-General of UNWTO, notes that disruptions to air links, coupled with maritime instability in the Strait of Hormuz, are driving up the price of oil and kerosene.

This situation leads to a mechanical rise in airfares and a reduction in transport capacity.


Tourism: Transport costs darken the outlook

The Middle East conflict deeply reshapes the travel economy beyond its regional borders.

Shaikha Al Nuwais, Secretary-General of UNWTO, notes that disruptions to air links, coupled with maritime instability in the Strait of Hormuz, trigger a surge in the price of oil and kerosene.

This situation causes a mechanical increase in airfares and a reduction in transport capacity.

According to IATA, air traffic in the Middle East contracted by 61% in March, although global air traffic overall maintained a 4% growth for the quarter, thanks to the shift of flows toward European, Asian and African airlines.

In the face of these inflationary pressures and prevailing uncertainty, industry professionals display more measured optimism for the summer season in the Northern Hemisphere.

The UNWTO Confidence Index stands at 105 for May to August, down from 117 at the start of the year. Nearly two-thirds of experts believe that the conflict negatively affects demand.



These economic constraints push travelers to adjust their behavior: the search for value for money becomes paramount and demand tends to shift toward nearby destinations.

Despite this climate of uncertainty, which is expected to trim global growth by 1 to 2 percentage points versus initial forecasts, significant opportunities loom, notably for Canada, the United States, and Mexico, which are preparing to host the FIFA World Cup.

Niagara Falls Hosts Workshop for French Tourism Professionals

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Les Chutes du Niagara s'invitent à Paris, Despositphotos.com

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Niagara Parks invites tourism professionals.

On the occasion of a workshop organized on June 11, 2026 at Flow Paris, French travel agencies and tour operators will be able to discover the latest developments.

At the heart of this 2026 season, Niagara Parks pursues a dual strategy: enriching the on-site experience and simplifying the purchasing journey for travel agents and tour operators.

The destination, which stretches over more than 56 kilometers along the Niagara River, thus broadens its offering. The season’s program highlights a diversification of outdoor activities and new technological attractions.

On this occasion, travel agencies and tour operators will be able to discover several major innovations, notably the Niagara Takes Flight project, presented as the province of Ontario’s first flying theater, as well as guided walking and educational tours. A new consolidated pricing system, the Niagara Falls Pass, will also be introduced to simplify visitors’ site experiences.


A network of Canadian partners mobilized for French travel agents

This meeting will allow industry professionals to engage directly with a delegation of Canadian representatives. In addition to the Niagara Parks office, several major operators from the region will attend, including transport companies Niagara City Cruises and Niagara Helicopters, as well as local hotel groups such as Fallsview Group, Canadian Niagara Hotels, and the Old Stone Inn Boutique Hotel.

To close the event, the organizers will offer various professional activities. A raffle will notably enable participants to win gift cards as well as a two-night study stay on site.

This trip will include access to local transport facilities, a helicopter sightseeing flight over the area, and an on-site welcome at the Table Rock Welcome Centre, the main observation point overlooking the Horseshoe Falls.

Workshop registrations: [email protected]

To read: Record year for Canada’s largest tourism fair

Tourism Amid Geopolitical Tensions: Health of Industry Leaders and Employees at Stake

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Le Tourisme face aux tensions géopolitiques : Cathy Bou, fondatrice et dirigeante d’AGAPÈ s’exprime sur le sujet © nidimages / Nicolas Demare

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Fresh from the COVID-19 pandemic, the sector is once again put to the test. Gulf monarchies, once hailed as the safest tourist destinations in the world, have in a single day become among the riskiest places.

Caught in a trap, thousands of holidaymakers turn to their travel agencies. Between emergency repatriations, destination changes and refund requests, travel agents and tour-operator teams, the magicians of our holidays, must face immense psychological pressures, and their mental health is undoubtedly affected. A silent deterioration of working conditions for these agents takes hold, exacerbated by the psychological precarity that the sector’s probable collapse could entail, with massive layoffs looming.

The closing of airspaces, navigational difficulties at sea, skyrocketing oil prices and surging insurance premiums have finally redrawn the map of zones accessible to tourists with fewer risks. “Dubai used to account for 70% of my annual turnover. Overnight everything collapsed. Today I spend two-thirds of my time reassuring clients who are blocked or panicked, while the remaining third is spent undoing what I had spent months building. Reprogramming isn’t even on the agenda given the great uncertainties about the end of this conflict in the Middle East. The hardest part for us travel agents is imagining our professional future. It’s truly depressing.” Sabrina, a staff member, portfolio manager for Maghreb and the Middle East at a French tour operator, shares with us.


Industry professionals on the brink of burnout

“We have shifted from dream merchants to firefighters. I used to sell dreams, dream destinations, voyages that changed lives. Now I am on the verge of becoming a psychologist, not knowing what tomorrow holds – how can we continue to sell when we are the ones on the edge of a nervous breakdown?” confides Sandrine, an employee at the same company. In this climate of emotional precarity and operational survival, how can a process aimed at achieving certifications or labels such as Travelife-ISO20121 – 26000-ATR or any other framework be steered?

What challenges lie ahead for the CSR approach, and what levers can the CSR consultant pull?


Challenge 1: Priorities

When a crisis hits in the middle of a certification-support process, the CSR consultant faces the paradox of priorities: urgency versus the standard.

Sabrina has just spent the day coordinating the evacuation of 200 tourists stuck in Abu Dhabi without success. The airport and the region’s airspace are closed. Sandrine has spent the last half hour dealing with the anger of a young married couple whose honeymoon in Dubai has just been cancelled. The two employees are in an extremely tense emotional state. At the same moment, the CSR consultant accompanying their company toward renewing its certification enters the office. The look she exchanges with the two employees convinces her that this is not the right moment to discuss standards*.

* The names have been altered to avoid identifying the individuals concerned


Challenge 2: Embody CSR, not endure it

For Agapè, the CSR consultant’s role in such a context is to show empathy, to listen to the management and to the employees, and not to appear as a zealot defender of the standard, adding an extra workload. The consultant has a moral obligation to immerse themselves in the palpable tensions in order to reshape the certification process agenda, reorganize the schedule, and demonstrate that it is ultimately a pedagogy, a guidance toward practices that preserve human beings first, then the planet.


Challenge 3: Social effectiveness

The social dimension is the central pillar of any corporate social responsibility approach, says Cathy Bou, founder and CEO of AGAPÈ.

Lately, we are encountering many cases of psychological pressure and decline in the quality of life and working conditions (QVCT). Our own situation could deteriorate as we encounter sensitive scenarios. Yet, our reading of the frameworks requires us to prioritize the protagonists, to consider sustainability in its entirety (Social, Economic, Environmental). It is certainly common for environmental concerns to take precedence.

The challenge for the consultant in this anxiety-filled climate for company leaders and their employees is to be a buffer between all parties. To succeed in their mission, the consultant must ensure that the management’s order of priorities is reversed. “They must convince the leadership to place health and safety — for themselves, their employees, collaborators and other providers — at the top of the CSR priority stack.” No certification would be credible if it is built on social distress and the collapse of teams. In such a case, the initiative would be nothing more than a “social-washing”.

When the initiative lacks humanity, when the consultant and the management ignore distress, the CSR standard will inevitably be perceived as cynicism by stakeholders, a new checkbox for the management. “We are asked to be eco-responsible certified, to think about carbon footprints or waste management while there are sickness absences, burnouts, fatal accidents during missions — it’s the height of cynicism.”


Contact Agapè CSR to initiate your process


Egypt: A Heritage Destination and the Ministry of Tourism and Antiquities Strategy

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L'Égypte, 5 000 ans de patrimoine et une destination en perpétuel mouvement © IStock

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In a region where destinations open and close at the pace of crises, Egypt stands out as an exception. Year after year, the country continues to welcome travelers from around the world, propelled by an undeniable asset: 5,000 years of history, an archaeological heritage of incomparable richness, and a capacity for renewal that keeps the destination at the heart of current events.

 

In 2025, Egypt welcomed nearly 19 million tourists, a rise of 21% compared to the previous year. This performance places the country well above the global average for sector growth. The stated goal: 30 million visitors by 2030.


An Unparalleled Guardian of Heritage

Rare are the countries that unite under one authority the promotion of tourism and the preservation of archaeological heritage. Egypt took the step in 2019, merging its Ministry of Tourism and Antiquities into a single entity. An architecture built on a simple fact: in Egypt, heritage and tourism are inseparable. Every archaeological discovery becomes a world event. Every surge of visitors raises questions of conservation. Steering one without the other has never been an option.

 

The Ministry’s mission thus covers the entire chain: national tourism strategy, supervision of excavations and restoration, museum oversight, regulation of the hotel sector, promotion of the destination on international markets. A scope that makes this institution one of the most integrated public tourism actors in the world.


A Living Heritage That Continues to Reveal Itself

What distinguishes Egypt from most heritage destinations is that its heritage is not static. It continually renews itself. In 2020, the unearthing of more than 100 intact sarcophagi at Saqqara, dating back 2,500 years, made headlines worldwide. In 2021, the discovery of the “lost golden city” of Luxor was described by some Egyptologists as the most important find since Tutankhamun’s tomb in 1922. In 2023, new excavations at Saqqara revealed tombs adorned with remarkably well-preserved paintings.

 

These discoveries are not the product of chance. They result from a proactive policy by the Ministry, which has relaunched and structured excavation programs across the country, in collaboration with international archaeological missions. This ongoing flow fuels global interest in Egypt and keeps the destination in the media spotlight. For tourism professionals, this effect is tangible: every major discovery triggers a rise in online searches, press articles, and public interest. Archaeology functions here as an organic promotional tool, unmatched in the sector.

 

It is this ability to continually renew itself that makes Egypt a destination apart. Where other heritage destinations rely on a stock of attractions, Egypt keeps discovering itself.


The Grand Egyptian Museum: A New Major Asset

The Grand Egyptian Museum is the centerpiece of this strategy. Located two kilometers from the Pyramids of Giza with a direct view of the plateau, it is the largest archaeological museum in the world, dedicated to a single civilization. The entire treasure of Tutankhamun, more than 57,000 objects, is gathered there for the first time in one place after having been dispersed for a century. Since its opening, the GEM has attracted nearly 500,000 visitors in a single month.

 

For a tour operator planning Egypt, the GEM concretely changes the product. It transforms the classic half-day “pyramids + Sphinx” into a full-day experience with high added value. It enables themed itineraries that deepen the stay. And it creates an internationally renowned cultural entry point that repositions Cairo alongside museums such as the Louvre or the British Museum.


Le Grand Musée Égyptien, au pied des pyramides de Gizeh, plus grand musée archéologique au monde © Ministère du Tourisme et des Antiquités


A Diversifying Offering

Beyond its pharaonic heritage, Egypt broadens its palette. The Red Sea coast continues to upscale for seaside and diving experiences, with occupancy rates exceeding 90% in peak season. New destinations are emerging and greatly enriching programming possibilities: the Fayoum Oasis for travelers seeking nature and authenticity, Siwa for its unique character at the gates of the Libyan desert, Alexandria for its Mediterranean heritage. The coastal city of New Alamein has established itself as a major new hub, with a dramatic rise in charter traffic.

 

This diversification enables professionals to craft stays that combine ancient culture, seaside, adventure, and discovery, all in one destination reachable in 4 hours 30 minutes from Paris. For agencies and tour operators, it’s a strong argument: Egypt is not a single-product destination; it is a country with multiple entry points, capable of meeting a wide range of expectations.


Bien au-delà des pyramides, l'Égypte diversifie son offre entre oasis, mer Rouge et côte méditerranéenne © IStock


A Laboratory for Global Tourism


Learn More


L'Égypte, destination patrimoine : la stratégie du Ministère du Tourisme et des Antiquités
Ministry website:

www.presidency.eg

Egypt Experience website:

www.experienceegypt.eg

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Pioneers Forum 2026: AI, a New Leadership Challenge for Tourism Leaders

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Au Forum des Pionniers, les dirigeants du tourisme confrontent leurs visions sur les transformations qui recomposent leurs métiers. © Jules Despretz / Forum des Pionniers 2025

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A Quiet Revolution, Yet Profound

Two or three years ago, AI in tourism was for many simply a matter of technological watch. Demos were watched, chatbots were tested, and questions were raised about possible uses. Today, the tools are deployed, teams are using them, and early feedback is beginning to outline a reality more nuanced than the initial promises.

AI hasn’t revolutionized everything all at once. It settles quietly, in successive layers, into very different functions. Destination risk monitoring, customer guidance, automation of repetitive tasks, compliance in business travel: in each area, it adds value, but it also moves something. Part of professional judgment, part of decision-making, a certain relationship to the craft.

It is this shift, more than the technology itself, that the Forum des Pionniers 2026 will explore. A 24th edition to understand how AI quietly reshapes four structural dimensions of the sector: risk monitoring, customer guidance, team management, and the steering of business travel.


Risk Monitoring: How to Use AI Effectively to Truly Protect

Tourism is one of the sectors most exposed to external crises. Conflicts, climate events, health alerts, diplomatic tensions: recent months have reminded us of this. And atop this exposure there is now growing regulatory pressure, turning monitoring into a genuine obligation. In the face of this double challenge, AI now promises an unprecedented protective capability: it aggregates weak signals, models scenarios, and raises real-time alerts. Dedicated tools can now evaluate a destination’s risk in minutes, where previously human monitoring took days.

But using it well requires understanding its legal and operational levers, its strengths and its weaknesses. Canceling a program six weeks before departure, covering a fuel-price increase over six months, maintaining a destination when authorities partially discourage it: these trade-offs remain human, often solitary, and largely irreversible. AI sees, sorts, alerts. It is the leader who bears the responsibility. And in this new setup, a question naturally enters boardrooms: at what point can we say we have “listened” to AI, and at what point does the opposite decision become hard to defend?


Guidance: When AI Prepares, Human Judgment Reclaims Its Role

The travel advisor profession has always rested on a skill that’s hard to automate: listening, understanding, and anticipating what the client does not yet know how to express. AI today is deeply restructuring this work. From understanding the client’s need to delivering a relevant offer, models quietly transform every step of the booking process, without the traveler, or sometimes the seller, noticing. The search for content is reinvented, old filtering criteria become obsolete, and teams adopt the tools quickly enough.

But this new organization of work profoundly changes the place of humans in the sales act. When AI prepares a recommendation, it’s not that expertise vanishes; it’s the advisory time that is freed up. The question remains what to do with it. A simple quality check of what the algorithm produced? Or, on the contrary, a revalorization of judgment, centered on what the machine cannot see: hesitation, unspoken desire, an unvoiced family constraint? The answer is neither fixed, nor identical across organizations. But it is what will largely determine the value advisory can command in the years to come.


Outils de veille, de recommandation, de productivité : l'IA s'invite désormais dans le quotidien des dirigeants du tourisme. © iStock


Teams: AI Quietly Reshapes Jobs

AI often takes root in organizations from the top: strategic decision, chosen tool, planned rollout, expected adoption. But it’s at the bottom that things actually change. The advisor who finds their brief shortened. The marketing team discovering that its content can be generated in seconds. The back office whose tasks are automated without having been given time to discuss it with them.

AI does not brutally destroy jobs; it quietly reshapes roles. And it is precisely this silence that can gradually generate resistance, disengagement, and a loss of meaning. For leaders, the question is no longer only about choosing the right tool. It is about whether teams were involved, listened to, and supported before deployment. It is also about what to do with the time freed by automation, and who decides how it is used. Upskilling, reallocation of workload, headcount reduction? Three answers, three different companies, and three managerial cultures that reveal themselves as AI arrives.


Business Travel: Between Technological Promises and On-the-Ground Realities

Business travel is perhaps the arena where AI promises are strongest: massive data, codified processes, travel policies to enforce — everything seems assembled for an ideal application. And yet, 60% of large French companies still do not know how to exploit the volumes of data they generate.

This is the paradox. Between disappointing chatbots and AI audits with ROI now proven, the gap between the technological promise and the field reality is almost never technical. It is organizational. Identifying where AI truly creates value, laying the right foundations now, and not confusing deployment with adoption: these are decisions that do not happen by accident. And those who make them today will avoid paying tomorrow the price of delay.


About ESCAET and Travel-Insight


Impact Consultants: Your Growth Partner for Tourism & Travel

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© Impact consultants

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A trajectory built on action

This is not merely another consulting firm that studies, diagnoses and delivers recommendations that are theoretically sound. IMPACT CONSULTANTS only recommends organisations and practical solutions which its partners stand behind, drawing on their hands-on experience as business leaders. Founded by Paul de Rosen and Rodolphe Lenoir, the firm grew with a simple idea: in the Travel sector, a firm’s value is measured by its usefulness and its ability to move projects forward concretely.

A few reference points: +150 assignments completed for players in Travel, €1.9M in revenue in 2025, a team of 15 people and a pool of 25 experts mobilized across more than 8 countries, 3 offices (Paris, Marseille and Monaco). Clients such as Accor, La Compagnie des Alpes, Maeva, Air Austral, Palomino, Digitrips or PortAventura have trusted this approach.


Accelerate your growth today, build your performance for tomorrow

At IMPACT CONSULTANTS, the mission is clear: to be useful by solving growth challenges, now and for the long term.

This translates into an approach that is both strategic, to guide or secure the structuring choices (markets, model, positioning, international growth), operational, to produce measurable results (sales, distribution, RM/pricing, go-to-market), and change-management oriented : as the Travel market evolves continuously, the firm aims to provide its clients with the best information and analyses on practices to navigate this context effectively.


Four levers, one direction: your performance

IMPACT CONSULTANTS operates in four complementary areas, all aimed at a single objective: to accelerate and sustain the growth of its clients.

Growth plan — Markets, positioning, international and external growth: the firm helps its clients secure their structuring choices and cross their next milestones.

Commercial services — Deep commercial effectiveness: organization of sales teams, management of distribution networks, concrete go-to-market plans. No theory: practical mechanics that work.

Offer management — Revenue optimization, reliability and activatability of commercial data, performance-driven governance. Better-informed decisions, margins better preserved.

Transformation and data management — Support for transformation projects (digital, organizational, tools): the firm helps its clients steer change by embedding evolutions in teams and processes.


Tangible results, proven on the ground

International is in the DNA of IMPACT CONSULTANTS. New markets, new channels, new partners: the firm mobilizes a network of experts in more than 8 countries to test hypotheses on the ground, secure local feasibility and accelerate execution.

These interventions translate into concrete results: PortAventura World exceeded its targets in the French market in the first year; Digitrips was supported in its phases of international testing; Futuroscope for the commercial plan backing the €300 million investment; Accor for implementing a new high-performing global organization; or Palomino for the sale of its activities to Jancarthier.

Do you have growth ambitions for 2026 and beyond? Don’t leave your trajectory to chance. Let’s transform your projects into concrete results together. Let’s talk about your next milestone.


Contact IMPACT CONSULTANTS


IMPACT CONSULTANTS : Le partenaire de croissance des acteurs du Tourisme et du Travel
Rodolphe Lenoir

Email: [email protected]

Website: https://www.impactconsultants.eu/

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Pioneers Forum 2026: Egypt’s Tourism Leaders Confront Uncertainty

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Les Pionniers à Marseille, en mai 2025 © Jules DESPRETZ

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From May 30 to June 4, 2026, 130 tourism decision-makers will fly to Egypt, traveling between Cairo and Aswan, with Luxor on the route.

Placed under the theme “Steering the Uncertain,” this new edition promises to be rich in exchanges, in reflections and in discoveries!

An edition focused on meetings, exchanges and professional opportunities

Created in 2000 by Pierre Amalou, the promise of the Forum des Pionniers has not changed for more than two decades: to create the conditions for shared reflection on the topics that stir the sector, in an environment conducive to in-depth discussions and to professional rapprochement. Participants find there as much strategic keys as concrete opportunities for collaboration, in a climate of trust and sharing.


The 2026 edition can rely on the Ministry of Tourism and Antiquities of Egypt, signaling strong government commitment to the event and marking the country’s tourism ambitions. EgyptAir, one of the oldest airlines in the world and a spearhead of Egyptian connectivity, as well as Travel Evasion, a French specialist in the destination, lend their support to this new edition.

This year, renowned companies such as Adyen, Agapè CSR, Allianz Partners, Alma, Atlas, HDB Solutions, Impact Consultants, Orange Travel, PenguinWorld (Quartier Libre, Resaneo, SpeedMedia), Travel Tech Factory and Vox Group have confirmed their presence as sponsors of the 24th edition of the Forum des Pionniers.


Un terrain de réflexion collective pour décrypter les grandes mutations du secteur

The 2026 theme “Steering the Uncertain” invites us to measure what is at stake today in the world of tourism. The traditional reference points of the trade have been upended in just a few years, pushing leaders to invent new methods of steering.

Between geopolitical instability, the emergence of artificial intelligence in all professions, and a coming wave of leadership transitions, the daily life of executives has changed. The Forum aims to provide a space to pose the right questions and to elicit operational answers, drawing on the diversity of experiences gathered in the room.

● How to decide and commit resources when the economic and geopolitical horizon is clouded?

● What role should AI play in travel professions, and how to preserve what gives teams their value?

● How to hand down, tomorrow, a tourism business, and what does that entail to prepare today?

Workshops on collective intelligence, masterclasses and moments of exchange will pace the reflection. These formats are designed to bring forth participants’ voices, rather than place them in the audience’s position.


Retours d'expérience et débats : le Forum des Pionniers favorise l'émergence de réflexions partagées entre dirigeants du tourisme. © Jules DESPRETZ


At the end, juxtaposed viewpoints, shared concrete cases and, true to the Forum’s DNA, professional connections that extend far beyond the event. The Pioneers will depart with a sharper reading of the ongoing transformations, practical tools to address them, and a network of peers that can be activated throughout the year.


L’Égypte en toile de fond, entre patrimoine universel et nouvelle dynamique touristique

It is in Cairo and along the Nile that the Pioneers community will gather. Egypt, which surpassed 19 million visitors in 2025, is experiencing an unprecedented phase of tourism growth not seen in decades. The country has made tourism a pillar of its economic strategy, closely linking it to the valorization of its heritage.

The recent opening of the Grand Egyptian Museum, the rehabilitation of major pharaonic sites, and the upgrade of hotel offerings compose a picture where historic heritage sits alongside a genuine ambition for renewal. Forum participants will discover this duality through immersion, through visits to major sites and meetings with local players who shape today’s Egyptian tourism.

This destination provides a particularly illuminating setting for leaders who come to question their own steering repertoires. Beyond the framework, Egypt adds additional material for reflection on a sector’s ability to transform without denying what makes it unique.



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